Customer complaints management in South Africa: A quest for service excellence

Abstract

Background: The poor resolution of customer complaints in the domain of public service is often attributed to a lack of accountability, transparency, communication, leadership, competent personnel, and well-defined complaint-management policies.

Aim: This article examined the efficacy and efficiency of the processes and procedures used to carry out the customer complaints management policy within the public service.

Setting: The study focused on the Department of Employment and Labour in the Free State province.

Methods: A qualitative study design was adopted, with self-administered questionnaires used to collect data from 20 purposefully selected participants from the Department of Employment and Labour – Free State province.

Results: The research revealed several key findings. Firstly, there was a lack of consequences for subpar performance. Secondly, inadequate communication and coordination hindered the timely resolution of customer complaints, and minimal frontline staff training on the customer complaints management policy. Thirdly, it was discovered that a lack of capacity resulted in underreporting of complaints, which has a detrimental impact on how quickly and effectively customer complaints are handled.

Conclusion and contribution: The implications of this study, therefore, draw attention to redress mechanisms as a vehicle to turn around and improve public service delivery. The study recommends that the Department of Employment and Labour should consider increasing the capacity of staff in handling customer complaints, developing appropriate customer complaints management training manuals, and establishing a business unit or directorate that deals with customer complaints.